For founders, experts, and leadership teams
You know your work is valuable. You need the same conviction when you explain it, choose a direction, or ask your team to act.
Get a clearer view of your business and a next step you understand well enough to explain.
Work through the situation with Paul Syng. Or start independently with KIT.
You don’t need to buy KIT before working with Paul.
KIT · Customer feedback
“Instead it honed in on what’s unique about our business and made strategy concrete.”
Advisory · Client feedback
Ryan James Terry describes an adviser who helped clarify his vision rather than substitute someone else’s.
The question underneath
You rewrite the explanation before another sales conversation.
You leave a meeting with more comments on the deck, but no agreement about what changes.
You explain the offer one way to a prospect and another way to your team. Both explanations are accurate. Neither quite settles why someone should choose you.
Or you’re carrying an important decision that you can’t resolve by thinking about it for another weekend.
So you ask for another opinion. Revisit the research. Try a different version.
The work continues. The question stays open.
What should you focus on?
What should you stop doing?
What are you ready to put your name behind?
When the same uncertainty keeps returning, you pay for it in work reopened, decisions delayed, and explanations that need you in the room.
Before you commission another deliverable, establish what is actually missing.
What you want to leave with
You want to answer a straightforward question without giving a twenty-minute tour of your business.
You want to choose a focus without feeling that you’ve left out everything else you’re capable of.
You want your team to understand the direction well enough to make useful decisions without asking you to explain it again.
And when someone challenges your thinking, you want to know why you chose that direction, what supports it, and what would make you reconsider.
You don’t need to sound more certain than you are. You need a better basis for the decision.
Your starting point
Start with the situation closest to yours. You don’t need to know which service to buy.
Need to check the customer’s view first? Explore the customer-evidence path.
Doing this work for your own clients? Review the practitioner options.
A suggested starting point
You can change your starting point. You are not committing to an engagement by choosing a route. No email address required.
Find the constraint
A clearer explanation may be exactly what you need.
But sometimes the explanation keeps changing because the business hasn’t settled the choice underneath it.
Which customer matters most? What does the offer actually require? What can you prove? Which opportunities are you prepared to leave alone?
And sometimes the choice is already sound. You simply need help carrying it into work that other people can understand.
Keep what is working. Identify the constraint. Then choose the support that addresses it.
Choose your support
Advisory and consulting
You need someone who can respond to the situation as it unfolds.
That might mean challenging a decision, helping a team work through disagreement, or developing a specific piece of work with you.
Self-guided
You need a structured way to examine your business and something concrete to review.
Work through the product on your own, then decide what to test or investigate next.
Neither route is a prerequisite for the other. Choose according to the work, not a ladder you’re expected to climb.
Work with Paul
You bring the business knowledge and the responsibility for what happens next.
Work with someone who can question the assumptions, connect the pieces, and help you examine the situation without needing to defend the last recommendation.
Your engagement starts with the particular job you need done.
One-to-one advisory
You have plausible options. You may have enough information. What you need is a useful conversation about what it means for your business.
Bring the choice you keep returning to.
You might be reconsidering your offer, deciding where to focus, or working out whether an opportunity deserves more of your time.
You don’t need to arrive with a polished explanation. The parts you can’t yet explain are worth examining.
Your engagement can be scoped around a specific decision or continuing advisory support. A written decision brief can be included where useful.
The aim is a choice whose reasoning you understand, including the trade-offs and the questions that remain.
Your scope, fee, and level of ongoing support are agreed before paid work begins.
The Sharpie Room
Your team has discussed it. The disagreement is still there.
Bring the people who can decide and one consequential issue. Use the material you already have rather than preparing another presentation.
The Sharpie Room includes a sponsor conversation, a focused executive session, and a one-page decision record delivered within 48 hours.
That record captures the choice, its reasoning, accepted trade-offs, ownership, and conditions that could change it.
This is not a broad strategy day or a session designed to manufacture approval. When genuinely missing evidence is the obstacle, address that first.
Use the call to establish whether this format fits. Confirm the paid session’s scope, format, and fee before committing.
Review the published Sharpie Room format , opens in a new tabConsulting and project work
You have a proposal, a launch, or an experience to get right.
The people deciding whether to choose you should not have to untangle your expertise before they can understand its value.
Scope the work around that buying moment.
Your scope can include the strategic work, buyer-facing deliverables, or both. Writing, design, development, and implementation responsibilities are stated separately.
Bring the assignment and any relevant existing work. Agree the scope before adding more deliverables.
Advisory and consulting deliverables are agreed for your engagement. The examples above describe scoping options, not automatic inclusions in every service.
Start with KIT
You may find it easier to see what matters in a client’s business than in your own.
KIT gives you a self-guided way to examine your business, review written analysis, and develop draft offers or buyer-facing copy. Access depends on the edition.
Allow about one focused hour for initial outputs, followed by time to review and test them.
Self-guided. Human advisory is separate. Purchase and account access are handled on kit.ceo.
Review current product details , opens in a new tabChoose one recommendation worth examining. Compare it with what you know, identify what remains an assumption, and decide how to test it.
Your answers can reveal useful patterns. They do not, by themselves, establish what customers think.
You are buying a structured starting point, not permission to stop questioning the answer.
Learn the approach.
US$149 Choose CourseStart with outputs.
US$249 Choose SprintCombine the Sprint and course.
US$349 Choose PlaybookUse the full operating environment.
US$449 Choose SystemReview the exact access, edition inclusions, purchase terms, and refund conditions before paying. Human advisory is not included in these prices.
KIT customer experiences
Chris DuBois describes finding it harder to apply his professional judgment to his own business than to clients’ businesses. His feedback emphasizes a clearer understanding of the problem he solves and greater confidence in his message.
Marianne Kaiser describes struggling to explain her positioning consistently. She values being able to extend the thinking into a repeatable approach for herself and her staff.
Alejo Porras describes alternating between different benefits and hearing other people explain his work inconsistently. His feedback emphasizes the relief of choosing a clearer focus.
These summaries describe particular experiences. They do not establish the same outcome for every customer.
Read the published customer accounts , opens in a new tabClient work
You should be able to examine more than someone’s enthusiasm. Look for an example relevant to your situation: what needed to be resolved, what Paul contributed, and what changed.
Otis · Creative strategy
The published Otis project account describes work on Deloitte’s credit-risk analytics proposition, naming, and visual and verbal direction.
Paul led creative strategy, Erin R. Wilson handled design execution, and Noor Malik was account director. The case makes the assignment and contributors visible.
DesignX · Sprint feedback
Preet Singh’s published account connects a sprint with greater consistency across DesignX’s values, programming, speakers, and visuals.
This describes a particular sprint, not proof of unassisted KIT use or the current Sharpie Room package.
Individual endorsements are not institutional endorsements. Project accounts and customer feedback should be read in the context of the work described.
Your progress
You don’t need to buy every service to move forward.
Name the decision, explanation, or piece of work that needs attention. Bring what already exists.
Work independently, involve Paul, or bring the relevant decision-makers into the engagement. Agree what a useful result would look like.
That might mean using a clearer explanation in a customer conversation, changing an offer, acting on a team decision, or publishing the agreed material.
Look at the response. Record what supports the direction and what challenges it.
Feeling clearer is useful. Knowing what changed gives you something stronger to work with.
Keep what is working
Your offer may already be valuable. Your existing team, adviser, or agency may be doing good work.
The next step might be a missing piece, not a replacement for everyone around you.
Bring the work you have. Examine what deserves to stay and what is making the next decision harder.
You do not need a new identity, a new website, and a new adviser just because one question remains unresolved.
You need the right support for that question.
Other starting points
The customer’s view
Your account of the business is one perspective. Customer feedback gives you another.
Monopoly compares company claims with available customer feedback. It is a separate product, not included automatically with KIT or a human engagement.
A limited public record is a reason to investigate further, not evidence that customers agree with you.
The product opens on monopoly.ceo.
Client work and practitioner access
You want to use the tools with clients, not only examine your own business.
Review client-use permissions before purchasing. KIT’s terms permit client work on agency plans; that permission does not automatically apply to individual access.
Is this the right work?
You need a situation worth examining and a willingness to consider what the answer might require.
You can be uncertain. You can challenge the recommendation. You can ask for relevant evidence before deciding to proceed.
You should also be prepared to rule something out when the work calls for it.
And a decision session is not the right answer when the essential evidence is missing or the people authorized to decide will not participate.
You can begin an enquiry as the person bringing the issue forward. Establish who needs to participate before agreeing the engagement.
Useful distinctions
Choose KIT when you can work independently and need a structured first pass.
Choose human support when the situation needs live interpretation, involves competing stakeholder views, or requires a defined project to be delivered.
You do not have to know the answer before enquiring. Describe what needs to move forward.
They address different requirements.
KIT provides self-guided analysis and recommendations. Consulting involves a separately scoped assignment and agreed responsibilities.
Buying one does not imply that you need the other.
No. Start where your situation requires.
An existing KIT output may be useful preparation. It is not an admission requirement for human support.
With advisory, the focus is helping you examine the situation and exercise your own judgment.
With consulting, you also agree on a body of work to be carried out and delivered.
The scope should make that distinction explicit.
Describe what is happening, the decision or project involved, and any constraints that matter.
Use the conversation to establish fit and the appropriate next step. It is not a promise to solve the whole problem on an introductory call.
It may help people understand the business. Their actual response still needs to be observed.
Neither a convincing report nor a productive session, on its own, establishes a position in customers’ minds.
Yes. Include them where their involvement makes the work more useful.
You may need help clarifying the brief or the decision so that the people already doing the work can proceed.
You receive a fee tied to the agreed scope, rather than an invented price before the work is understood.
Confirm the preparation, deliverables, participants, and follow-through before paid work begins.
Ongoing advisory can be discussed when the situation warrants it. Its scope and fee are agreed separately.
You are not required to continue because you completed a product or an engagement.
A short description and a public link are enough to start.
Leave confidential documents out of the initial form. Discuss appropriate handling before sharing sensitive material.
For KIT, review the product privacy policy before entering business information.
This page prepares an email draft in your browser. It does not submit the form to a database or send the email on your behalf.
Review the draft, then send it from your email application. You can also go directly to the booking page.
Bring the situation
You don’t need a polished brief.
Describe the decision you keep returning to, the work you need to deliver, or the part of the business that is proving difficult to explain.
You are asking about fit and scope, not committing to paid work.
Booking opens on Calendly. You do not need to complete this form first.
Or email ask@pablo.ceo.
Nothing has been sent. Open your email app to review and send the message, or copy the draft into the email service you prefer.
Send to ask@pablo.ceo. No email app configured? Use the copy option.
Your next move
You can keep revisiting the explanation.
Or you can examine what is making the choice difficult and give yourself a next move to test.
Start with the question that matters now.
Start independently or work through the situation with Paul. You do not need to buy one before the other.
Help choose your starting point